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How IKEA Delights Its Customers

Dan Pontefract

In this day and age, an organization ought to commit to delighting its customers, remembering why the organization exists in the first place. If there are no customers, there is unlikely to be an organization. If there is no organization, somewhat obviously there are no roles.

Put simply, if the organization does not delight its customers—the people it ought to be working for—neither team members nor the organization can reach the sweet spot for there will be a damaged organization left remaining to carry out its mission.

Take for instance IKEA. This Swedish company—formed in 1943 by 17 year-old Ingvar Kamprad—continues to demonstrate the mantra of always putting customers first and subsequently impressing them. There is no other or ulterior motive at IKEA. It has continued to dedicate itself to value and service, always in appreciation for—and solely intended to delight—its customer base.

We need not look any further than its simple, yet elegant vision crafted in 1943 by Kamprad himself.

To create a better everyday life for the many people.

This is a furniture company (and maker of meatballs in the millions) but it simply wants to help its customers improve their "everyday life." Its purpose could not be any clearer for its team members, suppliers, investors or customers. It cannot be clearer for any number of stakeholders. The customer comes first. The company and its vision have certainly helped millions of families over the years.

Stop for a second and try to name another global furniture brand. Furniture companies tend to be regional, not international. Why is that? How can IKEA be a global brand, committed to making everyday life better for all global citizens, yet it is a furniture company?

IKEA also created what it refers to as "The Business Plan." This is an organization intent on helping customers improve their everyday life (the IKEA purpose) but it also wants to improve the lives of "the many people" through quality, affordable, valued service and goods. IKEA's business plan—an addendum to its purpose—reads as follows:


Forbes ranks IKEA's brand as the 46th most valuable in the world (at $11.9 billion) and annual revenues are just shy of $40 billion, gained from its 345 stores in 42 different countries. Not only is there a customers-first purpose and a customers-first business plan, the company instituted the "Human Resource Idea." It reads as follows:


Despite using a term like “human resource,” you get the picture. From the moment the company was formed to its growth as a $40 billion company, it has consistently put its customers first, delighting them in the pursuit of value and service. This has been its overarching purpose.

Its investment in its team member—who delivers value and service to its customers—is the manner in which it achieves its customers-first quest. IKEA recognized early on that without the customer (and the purpose-driven team member) there is no reason to be in business. Its belief in its team members permits its organizational purpose to be realized across the globe.

When discussing why IKEA has not ventured into a line of furniture that might be considered high-end or expensive, Kamprad responded:

All nations and societies in both the East and West spend a disproportionate amount of their resources on satisfying a minority of the population. In our line of business, for example, far too many of the fine designs and new ideas are reserved for a small circle of the affluent. That situation has influenced the formulation of our objectives.

When any organization commits to making its customers a key component of its organizational purpose, team members are more likely to buy in and provide such value.

If the customer is thought of as secondary—and profit and/or power remains the true organizational goal—it is easy to understand why team members may not be fulfilling either their personal or role-based purpose wishes.

It is easy to see why the organization may not exist in due time.


I want leaders to become better versions of themselves. I am the founder and CEO of The Pontefract Group, a firm that helps organizations with culture, engagement,

I want leaders to become better versions of themselves. I am the founder and CEO of The Pontefract Group, a firm that helps organizations with culture, engagement, purpose, thinking and becoming more humane. I am the author of three best-selling books, OPEN TO THINK: Slow Down, Think Creatively, and Make Better Decisions (Winner of the 2019 getAbstract International Book of the Year), THE PURPOSE EFFECT: Building Meaning in Yourself, Your Role and Your Organization and FLAT ARMY: Creating a Connected and Engaged Organization. My 4th book, LEAD. CARE. WIN. How to Become a Leader Who Matters, will publish on September 29, 2020.  I have been asked to deliver four different TED Talks, and I am on the Thinkers50 radar list. In 2019, I was shortlisted for the Thinkers50 Talent Award. I deliver roughly 40 keynote talks per year. (You can hire me.) I am an adjunct professor at the Gustavson School of Business, University of Victoria. Sign up for my free newsletter. My personal mantra is, “We’re not here to see through each other; we’re here to see each other through.”